...Partners Healthcare System (PHS): Transforming Health Care Services Delivery Through Information Management Harvard Case Solution & Analysis PARTNERS HEALTHCARE SYSTEM (PHS): TRANSFORMING HEALTH CARE SERVICES DELIVERY THROUGH INFORMATION MANAGEMENT Question 01 The Partners Healthcare System (PHS) faced a lot of obstacles in implementing the ERP system whose sole responsibility was to make the current processes as efficient as possible. In addition to this, once this information system is along with Computerized Patient Order Entry (CPOE) system then it would help the health care professionals in accessing patient complete profile from the scratch that is the patients’ first visit to the health practitioner. However, there was a lot of resistance regarding the system from the doctors. It is reported that two-third of the doctors had prior links to the hospitals and were hesitant to adopt the latest technology. In addition to this, the same number of doctors who had affiliations with the PHS hospital also met their patients at some other venues. The already established workforce lacked in its ability to use the advanced technology and was reluctant to this type of system. As they were trained to write prescriptions manually, hence they were not accepting this new mode of data reposition. In addition to a lack in ability to apt the latest technology, they also lacked the basic infrastructure or resources to finance this implementation. Moreover, if the technology gets implemented...
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...Partners HealthCare System (PHS): Transforming Health Care Services Delivery through Information Management Case Description According to government sources, U.S. expenditures on health care in 2009 reached nearly $2.4 trillion dollars ($2.7 trillion by the end of 2010). Despite this vaunting national level of expenditure on medical treatment, death rates due to preventable errors in the delivery of health services rose to approximately 98,000 deaths in 2009. To address the dual challenges of cost control and quality improvement, some have argued that what is needed is an integrated electronic medical record (EMR) system and associated information technology-enabled processes. While the information systems currently available may meet the needs of the industry, the question remains as to what is required within and by the health care services organization to achieve a satisfactory response to these dual challenges. At the present time, Partners Healthcare System (PHS) maintains a centralized digital records library on over 5 million patients, augmented in real-time by data, textual comments, and artifacts (i.e. x-rays, MRI’s, EKG’s, etc.) as these patients visit doctor offices, receive hospital-based or home care services, and obtained prescription medications and other therapies. Procedures are in place to ensure the data quality and integrity of these patient files. Going forward, any health care professional across the network can access a patient’s complete...
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...Introduction: The following three cases discuss information management within three very different types of organizations: (1) a national, online manufacturer/retailer of clothing and sportswear; (2) a major integrated healthcare provider; and (3) a global architectural design and construction firm. Consider each organization in terms of its information management needs at the following three levels of operations: • transacting – operational needs • management and control needs • planning, transformation, and innovation needs From this perspective, consider the following questions for each case study: 1. What information is critical at each level of operations? 2. How is this information collected/created? 3. What role(s) does either data-driven decision making (DSS systems) or knowledge management (KMS systems) play in each of these scenarios? 4. What are the challenges associated with accessing and leveraging business intelligence (BI) - either data-driven or knowledge-based within each enterprise? 5. What are the paybacks from the successful uses of BI? Case 1: CUSTOM MADE APPAREL AND INDIVIDUALIZED SERVICE AT LANDS’ END [adapted from the article by Blake Ives and Gabriele Piccoli, Communications of the Association for Information Systems (Volume 11, 2003)79-93] A Kurt Salmon and Associates study in 1997 found that 36% of consumers were willing to pay 12 to 15% more for custom apparel and footwear...
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...This thesis follows the implementation of Computerized Patient Order Entry/Electronic Health Record (CPOE/EHR) system implemented by Partners Healthcare System (PHS) during 2002-2003 for all its constituent practitioners. It looks at the problems faced during implementation of the system and identifies new potential problems that the system may encounter. Particularly in consideration is the effort it takes to convince healthcare professionals to switch to CPOE/EHR, the cost of installing the system, the potential of automating redundancies in the system and the potential of healthcare professionals getting skewed data out of the system suggestions. It looks at the management challenges faced by the administration when bringing about CPOE/EHR to PHS and divulges in some techniques that were used for tackling these issues. It defines ways in which the system is being used to improve patient healthcare and save millions of dollars for the government, healthcare facilities and patients alike. This thesis also finds ways to combat the potential problems that may arise later and the system and looks at related government policies and statutes which apply to the implementation. Finally some metrics of success are discussed their effectiveness in driving a result. Problem Definition CPOE/EHR Implementation can face a host of problems that can hinder the process flow and the acceptability of the system by the people involved. The initial problem is convincing everyone involved to not...
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...Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof. Develop. | Other Prof. Activities | NormalProfessionalResponsibilities | | | | | | | | | | | | | | Som Bhattacharya | Ph D, 1994 | | 100.0 | YES | | | 12 (5) | Service: 0Work: 0 | 0 | 0 | Editor/Review: 6Other:13 | UG, GR, RES, SER and ADM | Intellectual Contributions (12) Hopwood, W., Bhattacharya, S., Premuroso, R. (2011). Tasteless Tea Company: A Comprehensive Revenue Transaction Cycle Case Study. Issues in Accounting Education, 26(1), 163-179. Cao, J., Nicolaou, A., Bhattacharya, S. (2010). A Longitudinal Study of market and Firm Level Factors Influencing ERP Systems’ Adoption and Post-Implementation System Enhancement Options. 7th Annual International Conference on Enterprise Systems, Accounting, and Logistics. Rhodos: ICESAL. Behara, R., Bhattacharya, S. (2008). DNA of a successful BPO. Journal of Service Science, 1(1), 111-118. Premuroso, R., Bhattacharya, S. (2008). Do Early Members of XBRL International Signal Superior Corporate Governance and Future Operating Performance? International Journal of Accounting Information Systems, 9(1), 1-20. Nicolaou, A., Bhattacharya, S. (2008). Post-Implementation Quality and Performance Outcomes of Enterprise Resource Planning System Use. Enterprise Resource Planning: Teaching and Research, 45-56. Nicolaou, A., Bhattacharya, S. (2008). Sustainability of ERPS Performance Outcomes: The Role of...
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...Executive Summary Brief Description of the Industry Due to modernization and rapid technological innovation, one can communicate in the world through some forms of automation. This norm gave companies idea to reduce expenditures specifically labour. Nowadays, it is common for organizations to outsource a service provider to do work for them. The process is what actually known as Business Process Outsourcing. Business Process Outsourcing (BPO) is the contracting of a specific business function to a third-party service provider as a cost-saving measure of companies such as IT-related services, financial and administration (F&A) processes, human resources functions, call center and customer service activities and accounting or payroll. BPO is often divided into two categories: back office outsourcing which performs non-core processes that is actually necessary to a company but do not provide any intrinsic value to the company’s growth such as billing or purchasing; and front office outsourcing which inclined to performing core processes that directly benefit the organization in growing, generating revenue and establishing itself in the marketplace, included here are customer-related services such as marketing or tech support. Business Process Outsourcing is also distinct from where the external service provider locates. BPO that is contracted outside a company’s own country is known as offshore outsourcing while nearshore outsourcing happens when a company contracted a...
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...Bentley University McCallum Graduate School of Business Administration GS601-100 Strategic Information Fundamentals Spring 2012 Syllabus & Schedule as of January 3, 2012 Professor: Dennis Anderson Office: Smith 402 Email: danderson@bentley.edu Office Phone: 781 891 2238 Class Times: Section 100: Monday, 7:30 - 9:50 pm Office Hours: For quick/easy questions, send me an email. For tough questions, career advice and other matters, face to face is better, and I’m happy to meet with you by appointment. Description: GS601 provides an enterprise-wide perspective on the management of information technologies (IT), software applications and the operational processes they support, and the data and knowledge that inform business processes and decisions. The course focuses on how IT professionals and non-technical managers work together to ensure that applications and data are aligned with organizational strategy and business processes. The cases and readings examine how companies in various industries use IT to serve customers well, manage operations efficiently, coordinate with business partners, and make better business decisions. A key theme -- IT as a double-edged sword -- reflects a central challenge: how to maximize the strategic benefits of investments in hardware and software, while minimizing accompanying technical and business risks. The course places equal weight on technical and managerial skills. Our primary objective is to...
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...Marketing Strategies of Pharmaceutical Company: A Study on The ACME Laboratories Ltd. Abstract In the modern world, Bangladesh’s pharmaceutical industry plays a vital role. For pharmaceutical company there are some limitations on product promotion through the mass media, such as radio, TV and/or News paper. Thus, the total marketing system depends on marketing team. This paper presents the findings of the study conducted on the ACME Laboratories Ltd. to examine the marketing system. This study reveals that the ACME Laboratories Ltd.’s products are consumed allover the country and also globally. Their motive is to maintain the quality of the product to cope up with the existing competition. Their objective is to treatment the disease, they also set a reasonable price by considering the middle class people to get some benefit from the ACME Laboratories Ltd. They follow all possible distribution channels to make their product available to the customers and at a comfortable place. The ACME Laboratories Ltd. has also endeared to strength its network in international marketing operation to export products abroad. The company provides some motivational tools to the internal sales team. The company provides fringe benefit to these people. It is the most successive tool for the company. From the study we find that the ACME Laboratories Ltd. is a socially responsible company, and practice ethical values. From the study it has appeared that the ACME Laboratories Ltd. is facing some minor...
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...2011 2011 India Food Services Story Contents Foreword............................................................................................................................................................................................................... 2 Indian Food Service Industry - Sector Highlights................................................................................................................................................... 3 What Drives the Growth of the Industry?............................................................................................................................................................... 4 Demand Side Drivers – The Demographic Profile of the Indian Consumer Segment ........................................................................................ 4 Supply Side Drivers – Industry Trends Encouraging Growth ............................................................................................................................. 5 Transition Phases ................................................................................................................................................................................................. 6 Structure of the Industry ........................................................................................................................................................................................ 7 Challenges .......................................
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...2011 India Food Services Story 2011 Contents Foreword............................................................................................................................................................................................................... 2 Indian Food Service Industry - Sector Highlights................................................................................................................................................... 3 What Drives the Growth of the Industry? ............................................................................................................................................................... 4 Demand Side Drivers – The Demographic Profile of the Indian Consumer Segment ........................................................................................ 4 Supply Side Drivers – Industry Trends Encouraging Growth ............................................................................................................................. 5 Transition Phases ................................................................................................................................................................................................. 6 Structure of the Industry ........................................................................................................................................................................................ 7 Challenges ...............................
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...Systems Thinking: Managing Chaos and Complexity This Page Intentionally Left Blank Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture SECOND EDITION Jamshid Gharajedaghi AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA 525 B Street, Suite 1900, San Diego, California 92101-4495, USA 84 Theobald's Road, London WC1X 8RR, UK This book is printed on acid-free paper. Copyright © 2006, Elsevier Inc. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, E-mail: permissions@elsevier.com. You may also complete your request on-line via the Elsevier homepage (http:/ /elsevier.com), by selecting “Support & Contact” then “Copyright and Permission” and then “Obtaining Permissions.” Library of Congress Cataloging-in-Publication Data Gharajedaghi, Jamshid. Systems thinking : managing chaos and complexity : a platform for designing business architecture...
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...PUBLIC ADMINISTRATION AND GLOBALIZATION: ENHANCING PUBLIC-PRIVATE COLLABORATION IN PUBLIC SERVICE DELIVERY New Delhi, India 7 October 2003 In cooperation with the Eastern Regional Organization for Public Administration United Nations Division for Public Administration and Development Management Department of Economic and Social Affairs Public Administration and Globalization: Enhancing Public-Private Collaboration in Public Service Delivery New Delhi, India 7 October 2003 In cooperation with the Eastern Regional Organization for Public Administration United Nations New York The opinions expressed herein are the responsibilities of the authors and do not necessarily reflect the views of the United Nations nor the Eastern Regional Organization for Public Administration All rights reserved. Table of Contents Foreword Pro-Poor Policy Processes and Institutions: A Political Economic Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . M. ADIL KHAN The Dilemma of Governance in Latin America . . . . . . . . . . . . . . . . . . . JOSE GPE. VARGAS HERNANDEZ Institutional Mechanisms for Monitoring International Commitments to Social Development: The Philippine Experience . . . . . . . . . . . . . . . MA. CONCEPCION P. ALFILER Globalization and Social Development: Capacity Building for Public-Private Collaboration for Public Service Delivery . . . . . . . . . . . . . AMARA PONGSAPICH Trade Liberalization and the Poor: A Framework for Poverty...
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...MANAGEMENT PRACTICES FINAL REPORT Online Projects, Reports, Presentations.. :) www.studentsgoonline.blogspot.com PHASE 1 Executive summary: Nestle has been serving this world for over one hundred and thirty years. It has differentiated itself through its high quality product mix and positioned itself as health and Nutrition Company while targeting the health conscious people throughout the world. Nestle started its operations in Pakistan back in1988, by acquiring a diary company MILKPAK LTD, when people of Pakistan actually needed it. Since Pakistan is the fifth world’s largest milk producing country therefore Nestle deals mainly in dairy products. Moreover it also sells juices, chocolates, prepared food like noodles, baby food, infant formula milk and breakfast cereals in Pakistan. Nestle is a low cost leader with its efficient operations hence it provides its customers with high quality products and sells them at a premium price. Therefore it is earning good profits. Nestle has set its manufacturing plants at in Karachi, Lahore, Islamabad and Kabirwala. The milk processing plant at Kabirwala district is the Nestlé’s world largest milk processing plant. When nestle introduced its products in Pakistan people were neither aware nor accustomed to them. Therefore nestle ran an extensive marketing campaign to educate people and create a need for its products. Pakistan is a land where fresh eatables are readily available. Nestle should sell...
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...“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do it!” —Richard W. Beatty, Rutgers University, coauthor of The Differentiated Workforce “A must read for an HR team that wants to add the most value to the business.” —Bob Bloss, HR Executive Vice President, Hallmark “A thoughtful and practical guide that will help leaders navigate some of the most important decisions about building the HR organization of the future.” —John Boudreau, USC Marshall, coauthor of Investing in People and Beyond HR “Two bangs for your hard-earned buck. First, a very strong summary of the key tenets of the most important HR thinking. Second, highly practical examples of what to do and—even more importantly—what NOT to do when embarking upon transformation.” —Reg Bull...
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...Biodesign: Innovation as a Discipline…..………………………………………………………………..26 4.4 Conclusions and Recommendations…..……………………………………………………………………………….28 5. Summary and Conclusions…………………………………………………………………………………………………………….30 6. Acknowledgements……………………………………………………………………………………………………………………….32 7. References…………………………………………………………………………………………………………………………………….33 Appendices A1 Selection of Key Institutes A2 Results Patent Analysis A3 Research Profiles 1. Introduction This report analyzes the R&D infrastructure in the United States in the field of new medical devices. It is part of the Innovative Medical Devices Initiative the Netherlands (IMDI.NL) thematic program that aims to focus the Netherlands’ R&D infrastructure for medical devices on health care demands and economic growth (1). The study is a collaboration...
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